To enhance the competitiveness of our products in the market and reduce production costs, the Yellow River Cyclone Products Division has been exploring new methods, such as testing the small-diameter cold-pressing process in our production workshop. We have linked worker wages to product quality, strictly adhering to the high-voltage line and veto power policies to encourage employees to take responsibility for the quality of their work. The ultimate aim of implementing a quality-based wage system is to improve product quality and lower costs.
Our product division is committed to ensuring the success of this system by focusing on three key areas: enhancing employee awareness, improving operational skills, and intensifying supervision and inspection. To boost employee understanding of quality control, we organize weekly learning sessions that emphasize the significance of reducing quality costs, aiming for zero defects and doing things correctly the first time. Employees are encouraged to avoid excuses when facing quality issues, ensuring no substandard products are passed to subsequent processes. Prevention is prioritized over correction, with the evaluation of work quality based on satisfying the needs of the next step, which is considered the internal customer. Only when the next process is satisfied does the work align with standards.
Operational skills are further refined through strict adherence to process standards and equipment operating procedures, which helps to raise the product pass rate. We’ve established a high-pressure line for this process, encouraging self-inspection and eliminating unnecessary Waste. By reducing errors and focusing on producing high-quality products, we ensure that each item meets rigorous standards. Our business department also strengthened supervision by forming an inspection team that mandates daily checks in the workshop for at least three hours. Violations of quality standards result in immediate disqualification from the monthly quality bonus, with issues addressed promptly at joint meetings. This approach significantly reduces problem-solving time and boosts overall efficiency.
Following the implementation of the quality wage system, we’ve observed a 5% decrease in defective and reworked products, alongside a 3.7% increase in product pass rates. For example, when the pass rate exceeds 97%, workers receive a 14% wage increase; between 95%-97%, they maintain their original wage quotas; below 95%, wages drop by 14%. This policy has successfully raised product standards while boosting employee earnings, fueling motivation across the board.
Employee attitudes toward quality have shifted dramatically. The concept of “quality first†is no longer just a slogan but an actionable practice. Personnel in the small-diameter cold-pressing process now take initiative, delivering finished goods directly to the sintering process and monitoring the quality of the final product. They track potential defects back to their source and consult quality inspectors daily regarding test results. The introduction of the quality wage system not only improves product quality and economic efficiency but also empowers employees to take ownership of product quality, ensuring compliance with high standards through a robust incentive structure.
Guangdong Kinen Sanitary Ware Industrial Co.,Ltd. , https://www.kinengroup.com